INSTITUTE OF MANAGEMENT SCIENCES

UNIVERSITY OF BALOCHISTAN

SUBMITTED TO: MR. ADEEL

SUBJECT: MIS

SUBMITTED BY: KHALID KHAN

M10
MBA
4TH SEMESTER
SECTION A

DATED: MAY 28, 2011

 Need of Management Information system

MANAGEMENT INFORMATION SYSTEM (MIS) CONCEPT

The concept of the MIS has evolved over a period of time comprising many different facets of
the organizational function. MIS is a necessity of all the organizations. The initial concept of
MIS was to process data from the organization and presents it in the form of reports at regular
intervals. The system was largely capable of handling the data from collection to processing. It
was more impersonal, requiring each individual to pick and choose the processed data and use it
for his requirements. This concept was further modified when a distinction was made between
data and information. The information is a product of an analysis of data. This concept is similar
to a raw material and the finished product. What are needed are information and not a mass of
data. However, the data can be analyzed in a number of ways, producing different shades and
specifications of the information as a product. It was, therefore, demanded that the system
concept be an individual- oriented, as each individual may have a different orientation. Towards
the information. This concept was further modified, that the system should present information
in such a form and format that it creates an impact on its user, provoking a decision or an
investigation. It was later realized then even though such an impact was a welcome modification,
some sort of selective approach was necessary in the analysis and reporting. Hence, the concept
of exception reporting was imbibed in MIS. The norm for an exception.

MIS DEFINITION
The Management Information System (MIS) is a concept of the last decade or two. It has been
understood and described in a number ways. It is also known as the Information System, the
Information and Decision System, the Computer- based information System.

The MIS has more than one definition, some of which are given below.

1. The MIS is defined as a system which provides information support for decision making
in the organization.
2. The MIS is defined as an integrated system of man and machine for providing the
information to support the operations, the management and the decision making function
in the organization.
3. The MIS is defined as a system based on the database of the organization evolved for the
purpose of providing information to the people in the organization.
4. The MIS is defined as a Computer-based Information System.

ROLE OF THE MANAGEMENT INFORMATION SYSTEM

The role of the MIS in an organization can be compared to the role of heart in the body. The
information is the blood and MIS is the heart. In the body the heart plays the role of supplying
pure blood to all the elements of the body including the brain. The heart works faster and

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supplies more blood when needed. It regulates and controls the incoming impure blood,
processes it and sends it to the destination in the quantity needed. It fulfills the needs of blood
supply to human body in normal course and also in crisis.

The MIS plays exactly the same role in the organization. The system ensures that an appropriate
data is collected from the various sources, processed, and sent further to all the needy
destinations. The system is expected to fulfill the information needs of an individual, a group of
individuals, the management functionaries: the managers and the top management.

The MIS satisfies the diverse needs through a variety of systems such as Query Systems,
Analysis Systems, Modeling Systems and Decision Support Systems the MIS helps in Strategic
Planning, Management Control, Operational Control and Transaction Processing.

The MIS helps the clerical personnel in the transaction processing and answers their queries on
the data pertaining to the transaction, the status of a particular record and references on a variety
of documents. The MIS helps the junior management personnel by providing the operational data
for planning, scheduling and control, and helps them further in decision making at the operations
level to correct an out of control situation. The MIS helps the middle management in short them
planning, target setting and controlling the business functions. It is supported by the use of the
management tools of planning and control. The MIS helps the top management in goal setting,
strategic planning and evolving the business plans and their implementation.

The MIS plays the role of information generation, communication, problem identification and
helps in the process of decision making. The MIS, therefore, plays a vital role in the
management, administration and operations of an organization.

IMPACT OF THE MANAGEMENT INFORMATION SYSTEM

Since the MIS plays a very important role in the organization, it creates an impact on the
organization’s functions, performance and productivity.

The impact of MIS on the functions is in its management. With a good support, the management
of marking, finance, production and personnel become more efficient. The tracking and
monitoring of the functional targets becomes easy. The functional, managers are informed about
the progress, achievements and shortfalls in the probable trends in the various aspects of
business. This helps in forecasting and long- term perspective planning. The manager’s attention
is brought to a situation which is exceptional in nature, inducing him to take an action or a
decision in the matter. A disciplined information reporting system creates a structured data and a
knowledge base for all the people in the organization. The information is available in such a
form that it can be used straight away or by blending analysis, saving the manager’s valuable
time.

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The MIS creates another impact in the organization which relates to the understanding of the
business itself. The MIS begins with the definition of a data entity and its attributes. It uses a
dictionary if data, entity and attributes, respectively, designed for information generation in the
organization. Since all the information system use the dictionary, there is common understanding
of terms and terminology in the organization brining clarity in the communication and a similar
understanding an even of the organization.

The MIS calls for a systemization of the business operation for an affective system design.

A well designed system with a focus on the manger makes an impact on the managerial
efficiency. The fund of information motivates an enlightened manger to use a variety of tools of
the management. It helps him to resort to such exercises as experimentation and modeling. The
use of computers enables him to use the tools techniques which are impossible to use manually.
The ready-made packages make this task simpler. The impact is on the managerial ability to
perform. It improves the decision making ability considerably.

Since the MIS works on the basic systems such as transaction processing and databases, the
drudgery of the clerical work is transferred to the computerized system, relieving the human
mind for better work. It will be observed that a lot of manpower is engaged in this activity in the
organization. It you study the individual’s time utilization and its application; you will find that
seventy per cent of the time is spent in recording, searching, processing and communication.
This is a large overhead in the organization. The MIS has a direct impact on this overhead. It
creates an information- based work culture in the organization.

MIS AND THE USER

Every person in the organization is a user of the MIS. The people in the organization operate at
all levels in the hierarchy. A typical user is a clerk, an assistant, an officer, an executive or a
manager. Each of them has a specific task and a role to play in the management of business. The
MIS caters to the needs of all persons.

The main task of a clerk is to search the data, make a statement and submit it to the higher level.
A clerk can use the MIS for a quick search and reporting the same to higher level. An assistant
has the task of collecting and organizing the data, and conducting a rudimentary analysis of
integrating the data from different and disciplines to analyze it and make a critical comment if
anything adverse is found.

The MIS offers the methods and facilities to integrate the data and report the same in a proper
format. An executive plays the role of a decision maker. He is in of responsibility and
accountability a position of a planner and a decision maker. He is responsible for achieving the
target and goals of the organization. The MIS provides facilities to analyze the data and offers
the decision support systems to perform the task of execution. The MIS provides action-oriented
information.

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The manager has a position of responsibility and accountability for the business results. His
management role expands beyond his management function. He is a strategist and a long-term
planner. He is a person with a foresight, an analytical ability and is expected to use these abilities
in the functions of top management. The MIS provides information in a structured or
unstructured format for him to react. The MIS caters to his constant changing needs of
information. The user of the MIS is expected to be a rational person and the design of the MIS is
based on this assumption.

However, in reality the impact created on individuals by MIS is difficult to explain. The nature
of the impact in a few cases is negative. However, this negative impact can be handled with
proper training and counseling.

It is observed that at lower level, is a sense of insecurity. As the MIS takes away the drudgery of
search, collection, writing and reporting the data, the work vacuum, so created is not easily filled,
thus creating a sense of insecurity. To some extent the importance of the person is also lost,
giving rise to a fear of non-recognition in the organization.

At the level of an officer and an executive, the MIS does the job of data manipulation and
integration. It analyses the data in a predetermined manner. This means that the knowledge of
business is transferred from an individual to the MIS and is made available to all in the
organization. This change arising out of the MIS creates a sense of being neglected for
knowledge, information and advice. The psychological impact is larger if the person is not able
to cope up with this change by expanding or enriching the job and the position held by him.

The manager holding a position in the top or middle management suffers from fear of challenge
and exposure. The MIS makes these competitors more effective as they have access to the
information and have an ability to interpret. This leads to a situation where he is afraid that that
his position, decision and defense will be challenged and may be proved wrong sometime. The
risk of adverse exposure to the higher management also increases. The effects so far pointed out
are all negative and they are seen only in few cases.

The positive effects on the individuals at all levels are that they have become more effective
operators. The time and energy which was spent earlier in unproductive work is now applied for
a productive work. Some are able to use their analytical skills and knowledge with the
information support for improving their position in the organization. Managers, having improved
their decision-making ability, are able to handle the complex situations with relative ease. Some
are benefited by improving their performance and being held in high esteem by the higher
management.

The enterprising managers are able to use the systems and the models for trying out a number of
alternatives in a given problem situation. The impact of the MIS on people of the organization is
phenomenal as it has made the same body of people collectively more effective and productive.

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The recent major technological advances in communication such as Multimedia, Imaging.

Graphical User Interfaces (GUI), Internet, Web etc. and the ability to access the data stored at
different locations on the variety hardware of platforms would make MIS more attractive and
efficient proposition. An intelligent user of information can demonstrate the ability of decision
making, since his manipulative capability is considerably increased, with the information now
being available on his desktop.

Through the MIS, the information can be used as a strategic weapon to counter the threats to
business, make business more competitive, and bring about the organizational transformation
through integration. A good MIS also makes an organization seamless by removing all the
communication barriers.

INRODUCTION TO MANAGEMENT
Management as defined by Mary Follett is .the art of getting things done through people. A
manger is defined as a person who achieves the organization’s goals by motivating others to
perform. Not by performing himself. Whether management is an art or a science is a very
subjective question. But it can be said without doubt that modern management in the
environment of technology is becoming more of a science than an art. We define management
for the purpose of Management information Systems as the process of planning, organizing,
staffing, coordinating and controlling the efforts of the members of the organization to achieve
common stated goals of the organization.

In the process of management, a manager uses human skills, material resources and scientific
methods to perform all the activities leading to the achievement of goals. The management
process involves a continuous resolution of conflicts of one kind or the other which affects the
achievement of goals. In the management of any activity, a manager comes across human
conflict, conflict of goals, between alternative resources, conflict of time, conflict of approach or
method and the conflict of choice. The manager uses a variety of tools, techniques and skills
while executing the management process of planning, organizing, staffing, coordinating and
controlling. An effective way of handling this process is to treat the organization as a system.
The result-oriented management approaches the problem of management through the system
view of the organization.

The key concepts of the system theory used in the management are as follows:

1. A system is a comprehensive assembly of parts becoming an organization to achieve the

stated goals.
2. A system is called OPEN if it has interaction with the environment and CLOSED if it not
have an interaction with the environment.
3. A system is defined, described and understood by the boundaries within which it
performs.

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4. The system are subject to entropy, i.e., the tendency to “run down”. Closed systems
suffer from entropy as they are cut off from the environment, while open systems interact
with the environment and draw upon the support of resources to maintain a given
condition.
5. Systems try to remain in equilibrium or a steady state by taking recourse to corrective
action. This is possible when the system has its own feedback, i.e., an informational input
about the state of the system.

The advantage of viewing the management as a system is that it enables us to see the critical
variables, constraints and their interaction with one another. It force the manager to look at the
situation in such a way that due regard is given to the consequences arising out of interaction
with the related element or subjects. The process of management explained earlier consists of
steps which are relationally linked and locked with each other.

In the context of the MIS, the systems approach to management is the most efficient one. The
understanding of the basic principle of management theory evolved the scholars Henri Fayol,
Chester Barnard and Alvin Brown is very much essential. The application of management
principles in an environment, recognizing the specific situation, is the accepted practice of
management. Deviating from the principle to honour the situation and at the same time not
diluting the management principle is the managerial skill. The manager must have knowledge of
management theory and principle as the skill to use them in a particular environment.

FUNCTIONS OF THE MANAGER

An individual who gets the thing done is a Manager. It is necessary to distinguish between the
task and the functions. While manager may perform the task such as accounting, selling,
manufacturing, purchasing, etc. These activities are called as tasks and not as functions. The
activities that are performed through the managerial functions are planning, organization,
staffing, directing coordinating and controlling.

Planning is a process of determining the goals and objectives and evolving strategies policies,
programmers and procedures for the achievement of these goals. The essence of the process is
decision making as there are a number of alternatives in each of these factors.

Organization involves evolving the structure of the people working in the organization and their
roles. It specifies an authority structure and assigns activities to the people backed by the
delegation of authority. Building a meaningful effective structure of authority and the
relationship is known as organizing.

Staffing involves manning the positions in the organization structure. It requires defining the
manpower needs per position or center of activity. It requires appropriate selection of the person
or persons ensuring that they together will achieve the goals and objectives of the organization.

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Directing is a complex task of implementing the process of management. In the process, the
manager is required to guide, clarify and solve the problems of the people and their activities. It
is necessary to motivate the people to work for the goal with an interest and a confidence.

Coordinating is the function which brings a harmony and smoothness in the various group
activities and individual efforts directed towards the accomplishment of goals. It is a process of
synchronizing individual actions and the efforts which may differ because of the differences in
the personal goals and the common goals, the differences in the interpretation of methods and
directions. It is, therefore, necessary to undertake centrally a process of coordinating and
reconciling the differences in the approach, timing, efforts and interests towards a common goal.
This task is to be carried out by the authority placed at a higher level in the organization
structure.

Controlling is a process of measurement of an output, comparing it with the goals, the objectives
and the target, and taking corrective actions, if the output is falling short of the stated norms.
Controlling ensures an achievement of the plan. The essence of the control lies in good planning.
It helps to evaluate the performance, highlights abnormal deviations, and guides a manager to
take specific corrective actions. This may call for a change of plan, a reallocation of resources, a
modification of methods, procedures and even the organization structure. The control is central
to the managerial function.

The manager’s main function, therefore, is planning and control of the business functions and
operations. While performing these functions, he resorts to the scientific approach to the
management.

DECISION MAKING CONCEPTS

The word decision is derived from the Latin root decido, meaning to cut off. The concept of
decision, therefore, is settlement, a fixed intention bringing to a conclusive result, a judgment,
and a resolution. A decision is the choice out of several options made by the decision maker to
achieve some objective in a given situation.

Business decisions are those, which are made in the process of conducting business to achieve its
objectives in a given environment. In concept, whether we are talking about business decisions
or any other decision, we assume that the decision maker is a rational person who would decide,
with due regard to the rationality in decision making.

The major characteristics of the business decision making are:

a) Sequential in nature.
b) Exceedingly complex due to risks and tradeoffs.
c) Influenced by personal vales
d) Made in institutional settings and business environment.

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The business decision making is sequential in nature. In business, the decisions are not isolated
events. Each of them has a relation to some other decision or situation. The decision may appear
as a “snap” decision but it is made only after a long chain of developments and a series of related
earlier decision.

The decision making process is a complex process in the higher hierarchy of management. The
complexity is the result of many factors, such as the inter-relationship among the experts or
decision makers, a job responsibility, a question of feasibility, the codes of morals and ethics,
and a probable impact on business.

The personal values of the decision maker play a major role in decision making. A decision
otherwise being very sound on the business principle and economic rationality may be rejected
on the basis of the personal values, which are defeated if such a decision is implemented. The
culture, the discipline and the individual’s commitment to the goals will decide the process and
success of the decision.

Whatever may be the situation, if one analyses the factors underlying the decision making
process, it would be observed that there are common characteristics in each of them. There is a
definite method of arriving at a decision: and it can be put in the form of decision process model.

The decision making process requires creativity, imagination and a deep understanding of human
behavior. The process covers a number of tangible and intangible factors affecting the decision
process. It also requires a foresight to predict the post-decision implications and a willingness to
face those implications. All decisions solve a problem but over a period of time they give rise to
a number of other problems.

MIS AND DECISION MAKING CONCEPTS

It is necessary to understand the concepts of decision making as they are relevant to the design of
the MIS. The Simon Model provides a conceptual design of the MIS and decision making,
wherein the designer has to design the system in such a way that the problem is identified in
precise terms. That means the data gathered for data analysis should be such that it provides
diagnostics and also provides a path to bring the problem to surface.

In the design phase of the model, the designer is to ensure that the system provides models for
decision making. These models should provide for the generation of decision alternatives, test
them and pave way for the selection of one of them. In a choice phase, the designer must help to
select the criteria to select one alternative amongst the many.

The concept of programmed decision making is the finest tool available to the MIS designer,
whereby he can transfer decision making from a decision maker to the MIS and still retain the
responsibility and accountability with the decision maker or the manager. In case of non-
programmed decisions, the MIS should provide the decision support systems to handle the

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variability in the decision making conditions. The decision support systems provide a
generalized model of decision making.

The concept of decision making systems, such as the closed and the open systems helps the
designer in providing design flexibility. The closed systems are deterministic and rule based;
therefore, the design needs to have limited flexibility, while in an open system, the design should
be flexible to cope up with the changes required from time to time.

The methods of decision making can be used directly in the MIS provided the method to be
applied has been decided. A number of decision making problems call for optimization, and OR
models are available which can be made a part of the system. The optimization models are static
and dynamic, and both can be used in the MIS. Some of the problems call for a competitive
analysis, such as a payoff analysis. In these problems, the MIS can provide the analysis based on
the gains, the regrets and the utility.

The concepts of the organizational and behavioral aspects of decision making provide an insight
to the designer to handle the organizational culture and the constraints in the MIS. The concepts
of the rationality of a business decision, the risk averseness of the managers and the tendency to
avoid an uncertainty, makes the designer conscious about the human limitations, and prompts
him to provide a support in the MIS to handle these limitations. The reliance on organizational
learning makes the designer aware of the strength of the MIS and makes him provide the
channels in the MIS to make the learning process more efficient.

The relevance of the decision making concepts is significant in the MIS design. The significance
arises out of the complexity of decision making, the human factors in the decision making, the
organizational and behavior aspects, and the uncertain environments.

The MIS design addressing these significant factors turns out to be the best design.

INFORMATION CONCEPTS
The word “information” is used commonly in our day to day working. In MIS, information has a
precise meaning and it is different from data. The information has a value in decision making
while data does not have. Information brings clarity and creates an intelligent human response in
the mind.

In MIS a clear distinction is made between data and information. Data is like raw materials while
the information is equivalent to the finished goods produced after processing the raw material.
Information has certain characteristics. These are: Information

 Improves representation of an entity

 Updates the level of knowledge.
 Has a surprise value.

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 Reduces uncertainty.
 Aids in decision making.

The quality of information could be called good or bad depending on the mix of these
characteristics.

It can be noted in the above example that sales data is processed with the budget data and further
some results are computed, providing information of an exceptional nature that is the sale of new
product in the total sales. The sales data progressively becomes information when processed with
other data such as the budget and the new product sales.

Devis and Olson defines information as a data that has been processed into a form that is
meaningful to the recipient and is of real or perceived value in the current or the prospective
actions or decisions of the recipient. Data is defined as groups of non-random symbols in the
form of text, images or voice representing quantities, actions and objects.

MIS AND THE INFORMATION CONCEPT

The goal of the MIS should be to provide the information which has a surprise value and which
reduces the uncertainty. It should simultaneously build the knowledge base in the organization
by processing the data obtained from different sources in different ways. The designer of the
MIS should take care of the data problems knowing that it may contain bias and error by
introduction of high level validations, checking and controlling the procedures in the manual and
computerized systems. While designing the MIS, due regard should be given to the
communication theory of transmitting the information from the source to the destination.

A special care should be taken to handle a noise and a distortion on the way to destination. The
presentation of information plays a significant role in controlling the noise and distortion which
might interrupt, while communicating information to the various destinations. The principles of
summarization and classification should be carefully applied giving regard to the levels of
management. Care should be taken in the process that no information is suppressed or
overemphasized.

The utility of information increases if the MIS ensures that the information possesses the
necessary attributes. The redundancy of the data and the information is inevitable on a limited
scale. MIS should use the redundancy as a measure to control the error in communication.

The information is a quality product for the organization. The quality of information as an
outgoing product can be measured on four dimensions, viz., the utility, the satisfaction, the error
and the bias. The MIS should provide specific attention to these quality parameters. A failure to
do so would result in a wasteful expenditure in the development of the MIS and poor usage of
investment in the hardware and software.

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The quality can be ensured if the inputs to the MIS are controlled on the factors of impartiality,
validity, reliability, consistency and age.

MIS should make a distinction between the different kinds of information for the purpose of
communication. An action, a decision-oriented information should be distinguished from a no-
action/knowledge-oriented information. The information could be of recurring type or an ad hoc
type. The MIS also needs to give regard to the information used for planning, performance
control, and knowledge database. A distinction between these factors will help make the
decisions of communications, storage and also the frequency of reporting.

Since the decision maker is a human, it requires recognizing some aspects of human capabilities
in the MIS design. These human capabilities differ from manager to manager and the designer
has to skillfully deal with them. The differences in the capabilities arise on account of the
perception in assessing the locus of the management control, the faith and the confidence in the
information versus knowledge, the risk propensity, the tolerance for ambiguity, the manipulative
intelligence, the experience in decision making and the management style.

The MIS design should be such that it meets the needs of the total organization. For design
considerations and for the operational convenience, the organization is divided into four levels,
viz., the top, the middle, the supervisory and the operational. The top management uses the MIS
for goal-setting and strategic planning, deals with key information of a higher degree of accuracy
where the perceived value of the information is very high. As against this, the lowest level
management and the operational management uses the MIS to know the status by calling
information of the current period in detail where the perceived value of information is the lowest
and it usually insists on getting the information in a fixed format.

The MIS design, therefore, should ensure the input data quality by controlling the data for the
factors, viz. impartiality, validity, reliability, consistency and age. The data processing and the
decision making routines should be developed in such a manner that the data is processed after
thorough validation and checking, and the analysis thereof is further reported to the various
levels and individuals with due regard to the differences in the individual management style and
human capabilities.

Recognizing that the information may be misused if it falls into wrong hands, the MIS design
should have the features of filtering, blocking, suppressions and delayed delivery.

Since, the MIS satisfies the information needs of the people in a particular organization, the
design of the MIS cannot be common or universal for all the organizations. The principles of
design and the use of the information concepts in design does not change but when it comes to
the applications, the design has to give a regard to the organization structure, the culture, the
attitudes and the beliefs of the people and the strengths and the weaknesses of the organization.

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HUMAN RESOURCE INFORMATION SYSTEM

The Human Resource Information System (HRIS) is a software or online solution for the data
entry, data tracking, and data information needs of the Human Resources, payroll, management,
and accounting functions within a business. Normally packaged as a data base, hundreds of
companies sell some form of HRIS and every HRIS has different capabilities. Pick your HRIS
carefully based on the capabilities you need in your company.

Typically, the better The Human Resource Information Systems (HRIS) provide overall:

 Management of all employee information.

 Reporting and analysis of employee information.

 Company-related documents such as employee handbooks, emergency evacuation

procedures, and safety guidelines.

 Benefits administration including enrollment, status changes, and personal information

updating.

 Complete integration with payroll and other company financial software and accounting
systems.

 Applicant tracking and resume management.

The HRIS that most effectively serves companies tracks:

 attendance and PTO use,

 pay raises and history,

 pay grades and positions held,

 performance development plans,

 training received,

 disciplinary action received,

 personal employee information, and occasionally,

 management and key employee succession plans,

 high potential employee identification, and

 applicant tracking, interviewing, and selection.

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An effective HRIS provides information on just about anything the company needs to track and
analyze about employees, former employees, and applicants. Your company will need to select a
Human Resources Information System and customize it to meet your needs.

With an appropriate HRIS, Human Resources staff enables employees to do their own benefits
updates and address changes, thus freeing HR staff for more strategic functions. Additionally,
data necessary for employee management, knowledge development, career growth and
development, and equal treatment is facilitated. Finally, managers can access the information
they need to legally, ethically, and effectively support the success of their reporting employees.

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Table of Contents
MANAGEMENT INFORMATION SYSTEM (MIS) CONCEPT............................................................................1
MIS DEFINITION...........................................................................................................................................1
ROLE OF THE MANAGEMENT INFORMATION SYSTEM................................................................................1
IMPACT OF THE MANAGEMENT INFORMATION SYSTEM............................................................................2
MIS AND THE USER......................................................................................................................................3
INRODUCTION TO MANAGEMENT..............................................................................................................5
FUNCTIONS OF THE MANAGER...................................................................................................................6
DECISION MAKING CONCEPTS.....................................................................................................................7
MIS AND DECISION MAKING CONCEPTS......................................................................................................8
INFORMATION CONCEPTS...........................................................................................................................9
MIS AND THE INFORMATION CONCEPT....................................................................................................10
HUMAN RESOURCE INFORMATION SYSTEM.............................................................................................12

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